Why is it so hard to get the board to participate in fundraising?
So many nonprofit leaders complain that their respective boards of directors don’t fundraise. It is a common problem that I hear about – a lot.
When the issue comes up, I like to do a little digging: Are you clear about fundraising requirements when you are recruiting board members? How are fundraising responsibilities articulated in the board member position description you walk them through on an initial interview?
More often than not, the response sounds something like, “If I told them they needed to fundraise, they wouldn’t join the board!”
Well, if you don’t even ask your board members to help raise funds, then you can’t really be disappointed when you have little to no support for your fundraising initiatives, can you?
Give them a chance!
Board members are not mind-readers. Success in engaging your board in fundraising starts before they become members of the board – it’s the beginning of a shared vision of what this team will set out to accomplish. Neglecting to fully and honestly brief board members about their responsibilities before they become members does them a disservice and can ultimately deny them an opportunity to be the kind of leadership our organizations and communities need.
Best practices indicate that, as stewards of a nonprofit, board members are responsible for the fiscal health of their organization. The National Council for Nonprofits includes fundraising as part of board members’ role in ensuring their nonprofit’s sustainability. BoardSource ties a board’s involvement in fundraising to the organization’s success.
Let’s avoid shooting ourselves in the foot
I have witnessed so many board orientations where fellow board members downplay the role of fundraising to their incoming board members:
We would love for you to participate in our gala if you are available. That kind of statement leaves way too much room for interpretation. You could easily end up with a donated basket of wine and the purchase of two gala tickets, rather than the sustaining support you need. Instead, suggest they attend and bring a table of friends who will all participate in the raffle and silent auction. Perhaps their firms could also become event sponsors. Successful events garner active participation not only of the board members, but of their networks as well.
It’s ok if Sam doesn’t make a gift. He gives lots of his time. Some board members want to pay you in time, and while that is very needed and greatly appreciated, it does not replace the need for fundraising. It isn’t an either/or proposition. You can’t pay the bills with time.
Sally’s firm does our taxes at a discount, so she is exempt from fundraising. Board members who bring their talent and expertise to the organization are generous indeed. Professional services can provide budget relief, but they do not replace the need for active fundraising from board members, especially in networks that may be particularly fruitful for the nonprofit.
Be as clear and precise as you can – and weed the field
I would argue that any organization of any size and scope will be well served by providing its board with clear expectations with regard to fundraising. Those of us working with smaller organizations are often recruiting volunteers who have little or no experience in a board role. That means we need to be extremely precise.
If you want 100% participation in your annual giving campaign, state that clearly in the position description: every board member is expected to make a personal annual gift. If you want each annual gift to be at the $1,000 level or higher, say so.
And if you are hedging on being honest about fundraising because you are concerned a prospective board member will decline your invitation, you are missing an important point: that individual may not be the right fit for your board. The same is true for a prospective board member who has too many philanthropic commitments. You want board members who are prepared to make your organization their charity of choice while they serve (and hopefully beyond).
Deal with the fear
Most people – even professional fundraisers! – fear soliciting contributions face to face. Being able to solicit direct gifts comes with practice, some skill, and a strong belief in the cause you are fundraising for. If you are committed, then asking others to help with a gift can become second nature.
Consider this your opportunity to build a trusting partnership with your board members. Work with each individual member on a solicitation strategy that makes them comfortable. For those who are really nervous, engage them in making warm introductions. As their confidence grows, assign them the role of “telling the story,” as a lead-in to you “making the ask.” I guarantee that the excitement of successful solicitations will whet their appetite to do more.
Start off right when you are recruiting board members
The nonprofit board is a key element in any successful fundraising program but tricking new members into the job of fundraiser almost never works. Clearly articulating the responsibilities of the role and working them through their hesitancies before they come onto the board will ultimately provide for a better experience for the board member, and a more successful fundraising outcome for your nonprofit.
Find out how The More Than Giving Co. team can help your organization meet its fundraising goals. Schedule a call today.